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Total Quality Management > Chapter 06, 07, and 08 > Flashcards

Chapter 06, 07, and 08 Flashcards

1
Q

Develop concept incorporating customer needs and expectations.

A

Idea Generation

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2
Q

Study new ideas for feasibility.

A

Preliminary Concept Development

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3
Q

Evaluate design alternatives and determining engineering specifications; test prototypes; develop, test, and standardize processes.

A

Product/Process Development

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4
Q

Distribute to customers.

A

Market Introduction

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4
Q

Release the product to manufacturing or service delivery teams.

A

Full-Scale Production

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5
Q

Market evaluation and customer feedback to initiate
continuous improvements.

A

Market Evaluation

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6
Q

STRUCTURED PRODUCT DEVELOPMENT PROCESS

A

Idea generation
Preliminary concept development
Product/process development
Full-scale production
Market introduction
Market evaluation

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7
Q

Better designs _______ cost and ________ quality

A

reduce; improve

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8
Q

Many product failures and service upsets result form _______ design or ________ design processes.

A

poor; inadequate

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9
Q

___________________ is a process in which all major functions involved with bringing a product to market are continuously involved with product development from conception through sales.

A

Concurrent engineering

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10
Q

_________________, usually consisting of 4 to 20 members and including every specialty in the company.

A

Multifunctional teams

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11
Q

Multifunctional teams usually consisting of __ to __ members and including every specialty in the company.

A

4 to 20

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12
Q

The functions of such teams are to perform and coordinate the activities in the product development process simultaneously, rather than sequentially.

A

Multifunctional teams

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13
Q

The functions of such teams are to perform and coordinate the activities in the product development process ____________, rather than sequentially.

A

simultaneously

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14
Q

____________________ represents a structured approach to product development and a set of tools and methodologies for ensuring that goods and services will meet customer needs and achieve performance objectives, and that the processes used to make and deliver them achieve high levels of quality.

A

Design for Six Sigma (DFSS)

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15
Q

Activities under DFSS

A

Concept development
Detailed design
Design optimization
Design verification

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16
Q

DFSS Activities’ Process

A

DMADV - Define, Measure, Analyze, Design, Verify

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17
Q

____________________ is the process of applying scientific, engineering, and business knowledge to produce a basic functional design that meets both customer needs and manufacturing or service delivery requirements.

A

Concept development

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18
Q

_______________ involves the adoption of an idea, process, technology, product, or business model that is either new or new to its proposed application.

A

Innovation

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19
Q

Innovation is built upon strong __________________ processes.

A

research and development (R&D)

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20
Q

_____________ is seeing things in new or novel ways.

A

Creativity

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21
Q

________________ are designed to help change the context in which one views a problem or opportunity, thereby leading to fresh perspectives.

A

Creativity tools

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22
Q

Examples of creativity tools

A

Brainstorming and “brainwriting”

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23
Q

TRIZ, a Russian acronym for the ________________________.

A

Theory of Inventive Problem Solving

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24
Q

It was developed by a Russian patent clerk who studied thousands of submissions, and observed patterns of innovation common to the evolution of scientific and technical advances.

A

Theory of Inventive Problem Solving

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25
Q

He recognized that these concepts could be taught, and he developed some 200 exercises to foster ______________________.

A

creative problem solving

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26
Q

____________________ focuses on establishing technical requirements and specifications, which represent the transition from a designer’s concept to a producible design, while also ensuring that it can be produced economically, efficiently, and with high quality.

A

Detailed design

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27
Q

___________________ is based on the premise that good design is governed by laws similar to those in natural science.

A

Axiomatic design

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28
Q

Good design occurs when the functional requirements of the design are independent of one another (Feature Phones).

A

Independence Axiom

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29
Q

Good design corresponds to minimum complexity (Basic Smart Phones.

A

Information Axiom

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30
Q

________________ is a planning process to guide the design, manufacturing, and marketing of goods by integrating the voice of the customer throughout the organization.

A

Quality Function Deployment (QFD)

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31
Q

Through ___________, every design, manufacturing, and control decision is made to meet the expressed needs of customers.

A

Quality Function Deployment (QFD)

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32
Q

______________ benefits companies through improved communication and teamwork between all constituencies in the value chain, such as between marketing and design, between design and manufacturing, and between manufacturing and quality control.

A

Quality Function Deployment (QFD)

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33
Q

The Four Linked Houses of Quality

A
  1. Customer Requirements; Technical Requirements
  2. Technical Requirements; Component Characteristics
  3. Component Characteristics; Process Operations
  4. Process Operations; Quality Control Plan
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34
Q

The House of Quality

A

See Page 12 of Chapter 6

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35
Q

BUILDING THE HOUSE OF QUALITY

A
  1. Identify customer requirements.
  2. Identify technical requirements.
  3. Relate the customer requirements to the technical requirements.
  4. Conduct an evaluation of competing products or services.
  5. Evaluate technical requirements and develop targets.
  6. Determine which technical requirements to deploy in the remainder of the production/delivery process.
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36
Q

Manufacturing specifications consist of _____________ and ___________.

A

nominal dimensions; tolerances

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37
Q

_____________ refers to the ideal dimension or the target value that manufacturing seeks to meet.

A

Nominal

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38
Q

_____________ is the permissible variation, recognizing the difficulty of meeting a target consistently.

A

Tolerance

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39
Q

________________ involves determining the permissible variation in a dimension.

A

Tolerance design

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40
Q

______________ tend to raise manufacturing costs but they also increase the interchangeability of parts within the plant and in the field, product performance, durability, and appearance.

A

Narrow tolerances

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41
Q

_______________ increase material utilization, machine throughput, and labor productivity, but have a negative impact on product characteristics

A

Wide tolerances

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42
Q

TRADITIONAL ECONOMIC VIEW OF CONFORMANCE TO SPECIFICATIONS

A

See Page 16 of Chapter 6

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43
Q

A Japanese engineer, ______________, maintained that the “goal-post” definition of quality is inherently flawed.

A

Genichi Taguchi

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44
Q

(T or F) No strict cut-off point divides good quality from poor quality, but that losses occur whenever there is a deviation from the nominal specification.

A

True

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45
Q

Taguchi measured ________ as the variation from the target value of a design specification, and then translated that variation into an economic “loss function” that expresses the cost of variation in monetary terms.

A

quality

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46
Q

The ____________ is a quadratic function so that larger deviations from target correspond to increasingly larger losses.

A

loss function

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47
Q

If the distribution of the variation about the target value is known, the average loss per unit can be computed by finding the expected value of the loss using routine
expected value calculations.

A

Expected Loss

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48
Q

____________ is defined as the probability that a product, piece of equipment, or system performs its intended function for a stated period of time under specified operating conditions.

A

Reliability

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49
Q

Key elements of Reliability

A
  • Probability
  • Time
  • Performance
  • Operating conditions
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50
Q

_______________ is the predicted reliability determined by the design of the product or process.

A

Inherent reliability

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51
Q

_______________ is the actual reliability observed during use.

A

Achieved reliability

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52
Q

_______________ can be less than the inherent reliability due to the effects of the manufacturing process and the conditions of use.

A

Achieved reliability

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53
Q

Two types of Failures

A
  1. Functional failure
  2. Reliability failure
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54
Q

Failure that occurs at the start of product life due to manufacturing or material detects

A

Functional failure

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55
Q

Failure after some period of use

A

Reliability failure

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56
Q

_________________ are determined during the product design phase

A

Reliability requirements

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57
Q

(T or F) The designer may use these techniques to determine the effects of adding redundancy, substituting different components, or reconfiguring the design.

A

True

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58
Q

___________ refers to designing goods and services that are insensitive to variation in manufacturing processes and when consumers use them.

A

Robust design

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59
Q

____________ is facilitated by design of experiments to identify optimal levels for nominal dimensions and other tools to minimize failures, reduce defects during the manufacturing process, facilitate assembly and disassembly (for both the manufacturer and the customer), and improve reliability.

A

Robust design

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60
Q

Identification of all the ways in which a failure can occur, to estimate the effect and seriousness of the failure, and to recommend corrective design actions.

A

Design failure mode and effects analysis (DFMEA)

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61
Q

Elements of DFMEA

A
  1. Failure modes
  2. Effect of the failure on the customer
  3. Severity, likelihood of occurrence, and detection rating
  4. Potential causes of failure
  5. Corrective actions or controls
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62
Q

The _________ is based on how serious the impact would be if the potential failure were to occur.

A

severity rating

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63
Q

The _________ is based on the probability of the potential failure occurring.

A

occurrence rating

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64
Q

The _________ is based on how easily the potential failure could be detected prior to occurrence.

A

detection rating

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65
Q

Based on the severity, likelihood of occurrence, and detection rating, a ___________ is calculated.

A

risk priority number (RPN)

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66
Q

SCORING RUBRIC FOR DFMEA RATINGS

A

Severity – the higher the rating, the more severe
Occurrence – the higher the rating, the higher the occurence
Detection – the lower the rating, the higher the detection

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67
Q

Another term for Fault Tree Analysis (FTA)

A

cause and effect tree analysis

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68
Q

___________________ is a method to describe combinations of conditions or events that can lead to a failure.

A

Fault Tree Analysis (FTA)

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69
Q

__________________ is composed of conditions or events connected by “and” gates and “or” gates.

A

cause and effect tree

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70
Q

A cause and effect tree is composed of conditions or events connected by “___” gates and “___” gates.

A

and; or

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71
Q

An effect with an “____” gate occurs only if all of the causes below it occur.

A

and

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72
Q

An effect with an “____” gate occurs whenever any of the causes occur.

A

or

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73
Q

The process of designing a product for efficient production at the highest level of quality

A

DESIGN FOR MANUFACTURABILITY (DFM)

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74
Q

Example guidelines for DFM

A
  • Minimize number of parts
  • Design for robustness
  • Eliminate adjustments
  • Make assembly easy and foolproof
  • Use repeatable, well-understood processes
  • Choose parts that can survive process operations
  • Design for efficient and adequate testing
  • Lay out parts for reliable process completion
  • Eliminate engineering changes
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75
Q

The explicit consideration of environmental concerns during the design of products and processes, and includes such practices as designing for recyclability and disassembly.

A

Design for Environment (DFE)

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76
Q

An emerging concept that includes many design-related initiatives such as concurrent engineering, design for manufacturability, design for assembly, design for environment, and other “design for” approaches

A

DESIGN FOR EXCELLENCE (DFX)

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77
Q

Principles for DFX

A
  • Constantly thinking in terms of how one can design
    or manufacture products better
  • Focusing on “things done right” rather than “things gone wrong”
  • Defining customer expectations and going beyond them
  • Optimizing desirable features or results
  • Minimizing the overall cost without compromising quality
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78
Q

The purpose of a ______________ is to stimulate discussion, raise questions, and generate new ideas and solutions to help designers anticipate problems before they occur.

A

design review

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79
Q

run devices until failure occurs

A

Life testing

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80
Q

overstress devices to reduce time to failure

A

Accelerated life testing

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81
Q

focused on discovering latent defects that would not otherwise be found through conventional methods

A

Highly accelerated life testing

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82
Q

the accomplishment of any improvement that takes an organization to unprecedented levels of performance

A

Breakthrough

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83
Q

__________ attacks chronic losses or, in Deming’s terminology, common causes of variation.

A

Breakthrough

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84
Q

Breakthrough attacks chronic losses or, in Deming’s terminology, common causes of ___________.

A

variation

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85
Q

_____________ methodologies and tools provide the foundation for breakthrough as well as modern Six Sigma approaches.

A

Process improvement

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86
Q

Process improvement methodologies

A
  • Redefining and analyzing the problem
  • Generating ideas
  • Evaluating and selecting ideas
  • Implementing ideas
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87
Q

Collect and organize information, analyze the data and underlying assumptions, and reexamine the problem for new perspectives, with the goal of achieving a workable problem definition.

A

Redefining and analyzing the problem

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88
Q

“Brainstorm” to develop potential solutions.

A

Generating ideas

89
Q

Determine whether the ideas have merit and will achieve the problem solver’s goal.

A

Evaluating and selecting ideas

90
Q

Sell the solution and gain acceptance by those who must use them

A

Implementing ideas

91
Q

specification, production, and inspection for mass production.

A

Walter Shewhart

92
Q

These steps correspond to the scientific method of hypothesizing, carrying out an experiment, and testing the hypothesis.

A

Walter Shewhart’s specification, production, and inspection for mass production.

93
Q

“Deming Wheel”

A
  1. Design the product with appropriate tests.
  2. Make the product and test in the production line and in the laboratory.
  3. Sell the product.
  4. Test the product in service and through market research.
94
Q

Plan-Do-Check-Act, which evolved into Plan-Do-Study-Act (PDSA), known as the Deming Cycle

A

Japanese Implementation

95
Q

Plan-Do-Check-Act, which evolved into Plan-Do-Study-Act (PDSA), known as the _________

A

Deming Cycle

96
Q

Plan-Do-Check-Act, which evolved into ____________, known as the Deming Cycle

A

Plan-Do-Study-Act (PDSA)

97
Q
  1. Define the process: its start, end, and what it does.
  2. Describe the process: list the key tasks performed and sequence of steps, people involved, equipment used, environmental conditions, work methods, and materials used.
  3. Describe the players: external and internal customers and suppliers, and process operators.
  4. Define customer expectations: what the customer wants, when, and where, for both external and internal customers.
  5. Determine what historical data are available on process performance, or what data need to be collected to better understand the process.
  6. Describe the perceived problems associated with the process; for instance, failure to meet customer expectations, excessive variation, long cycle times, and so on.
  7. Identify the primary causes of the problems and their impacts on process performance.
  8. Develop potential changes or solutions to the process, and evaluate how these changes or solutions will address the primary causes.
  9. Select the most promising solution(s).
A

Plan

98
Q
  1. Conduct a pilot study or experiment to test the impact of the potential solution(s).
  2. Identify measures to understand how any changes or solutions are successful in addressing the perceived problems.
A

Do

99
Q
  1. Examine the results of the pilot study or experiment.
  2. Determine whether process performance has improved.
  3. Identify further experimentation that may be necessary.
A

Study

100
Q
  1. Select the best change or solution.
  2. Develop an implementation plan: what needs to be done, who should be involved, and when the plan should be accomplished.
  3. Standardize the solution, for example, by writing new standard operating procedures.
  4. Establish a process to monitor and control process performance.
A

Act

101
Q

_____________ is seeing things in new or novel ways.

A

Creativity

102
Q

Creative Problem Solving Process

A

o Understanding the “Mess”
o Finding Facts
o Identifying Specific Problems
o Generating Ideas
o Developing Solutions
o Implementing Solutions

103
Q

identify symptoms

A

Understanding the “Mess”

104
Q

gather data; operational definitions

A

Finding Facts

105
Q

find the root cause

A

Identifying Specific Problems

106
Q

brainstorming

A

Generating Ideas

107
Q

evaluate ideas and proposals

A

Developing Solutions

108
Q

make the solution work

A

Implementing Solutions

109
Q

FADE

A

focus, analyze, develop, and execute.

110
Q

DRIVE

A

Define the problem, Recognize the cause, Identify the solution, Verify the actions, and Evaluate the results.

111
Q

(T or F) Some organizations embed the Deming cycle within a broader framework.

A

True

112
Q

Custom Improvement Methodologies

A
  • FADE
  • DRIVE
  • Some organizations embed the Deming cycle within a broader framework.
113
Q

Six Sigma DMAIC Methodology

A
  1. Define
  2. Measure
  3. Analyze
  4. Improve
  5. Control
114
Q

a business improvement approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and a clear financial return for the organization.

A

Six Sigma

115
Q

The term _______ is based on a statistical measure that equates to 3.4 or fewer errors or defects per million opportunities (dpmo).

A

six sigma

116
Q

The term six sigma is based on a statistical measure that equates to ____ or fewer errors or defects per million opportunities (dpmo).

A

3.4

117
Q

Evolution of Six Sigma

A
  • Motorola (mid-1980s)
  • General Electric (mid-1990s)
  • Rapid growth and interests in subsequent years.
118
Q
  1. Think in terms of key business processes and customer requirements with a clear focus on overall strategic objectives.
  2. Focus on corporate sponsors responsible for championing projects, support team activities, help to overcome resistance to change, and obtain resources.
  3. Emphasize such quantifiable measures as dpmo that can be applied to all parts of an organization: manufacturing, engineering, administrative, software, and so on.
  4. Ensure that appropriate metrics are identified early in the process and that they focus on business results, thereby providing incentives and accountability.
  5. Provide extensive training followed by project team deployment to improve profitability, reduce non-value-added activities, and achieve cycle time reduction.
  6. Create highly qualified process improvement experts (“Green Belts,” “Black Belts,” and “Master Black Belts”) who can apply improvement tools and lead teams.
  7. Set stretch objectives for improvement.
A

Principles of Six Sigma

119
Q

(TQM or Six Sigma) ______ is based largely on worker empowerment and teams.

A

TQM

120
Q

(TQM or Six Sigma) ______ is owned by business leader champions.

A

Six Sigma

121
Q

(TQM or Six Sigma) ______ activities generally occur within a function, process, or individual workplace

A

TQM

122
Q

(TQM or Six Sigma) ______ projects are truly cross-functional.

A

Six Sigma

123
Q

(TQM or Six Sigma) ______ training is generally limited to simple improvement tools and concepts

A

TQM

124
Q

(TQM or Six Sigma) ______ focuses on a more rigorous and advanced set of statistical methods and DMAIC methodology.

A

Six Sigma

125
Q

(TQM or Six Sigma) ______ is focused on improvement with little financial accountability

A

TQM

126
Q

(TQM or Six Sigma) ______ requires a verifiable return on investment and focus on the bottom line.

A

Six Sigma

127
Q

Types of Quality Problems

A
  • Conformance problems
  • Efficiency problems
  • Unstructured performance problems
  • Product design problems
  • Process design problems
128
Q

_____________ are defined by unsatisfactory performance by a well-specified system.

A

Conformance problems

129
Q

______________ result from unsatisfactory performance from the standpoint of stakeholders other than customers.

A

Efficiency problems

130
Q

______________ result from unsatisfactory performance by a poorly specified system.

A

Unstructured performance problems

131
Q

_______________ involve designing new products that better satisfy user needs—the expectations of customers that matter most to them.

A

Product design problems

132
Q

_________________ involve designing new processes or substantially revising existing processes.

A

Process design problems

133
Q

_________________ are the vehicles that are used to organize and to implement Six Sigma.

A

Projects

134
Q

The _______________, developed by the Project Management Institute, defines 69 tools that every project manager should master.

A

Project Management Body of Knowledge (PMBOK)

135
Q

The Project Management Body of Knowledge (PMBOK), developed by the _________________, defines 69 tools that every project manager should master.

A

Project Management Institute

136
Q

Achieving professional certification in _______________ can significantly assist Six Sigma efforts.

A

project management

137
Q

Six Sigma Teams

A
  • Champions
  • Master Black Belts
  • Black Belts
  • Green Belts
  • Team Members
138
Q

Senior-level managers who promote and lead the deployment of Six Sigma in a significant area of the business.

A

Champions

139
Q

Full-time Six Sigma experts who are responsible for Six Sigma strategy, training, mentoring, deployment, and results

A

Master Black Belts

140
Q

Fully-trained Six Sigma experts with extensive technical training who perform much of the technical analysis required in Six Sigma projects, usually on a full-time basis.

A

Black Belts

141
Q

Functional employees who are trained in introductory Six Sigma tools and methodology and work on projects on a part-time basis, assisting Black Belts while developing their own knowledge and expertise.

A

Green Belts

142
Q

Individuals from various functional areas
who support specific projects.

A

Team Members

143
Q

Factors in Six Sigma Project Selection

A
  • Financial return
  • Impacts on customers and organizational effectiveness
  • Probability of success
  • Impact on employees
  • Fit to strategy and competitive advantage
144
Q

measured by costs associated with quality and process performance, and impacts on revenues and market share

A

Financial return (return on investment/ROI)

145
Q

Common Six Sigma Tools Used in Define

A

Project charter
Cost of quality analysis
Pareto analysis
High-level process mapping

146
Q

Common Six Sigma Tools Used in Measure

A

Run charts
Check sheets
Descriptive statistics
Measurement system evaluation Process capability analysis Benchmarking

147
Q

Common Six Sigma Tools Used in Analyze

A

Scatter diagrams
Detailed process mapping Statistical inference Cause-and-effect diagrams Failure mode and effects analysis Root cause analysis

148
Q

Common Six Sigma Tools Used in Improve

A

Design of experiments
Mistake proofing
Lean production
Deming cycle
Seven management and planning tools

149
Q

Common Six Sigma Tools Used in Control

A

Control charts
Standard operating procedures

150
Q

Atooltoconsolidateandvisualizedinformationforsolvingqualityproblems, similar to DMAIC. The reports are comprised of seven sections.

A

Toyota A3 Report

151
Q

Toyota A3 Report sections

A
  1. Theme (which succinctly states the problem being addressed)
  2. Background (which contains a description of all pertinent information needed to understand the scope of the problem)
  3. Current condition (which deals with developing an understanding of the process using a value-stream map)
  4. Cause analysis (which focuses on determining the cause of the problem)
  5. Target condition (which specifies possible improvement ideas that could solve the problem)
  6. Implementation plan (which identifies the steps that need to be accomplished in order to achieve the improvements)
  7. Follow-up (which lists activities that will need to be completed after implementation along with the results of the implementation)
152
Q

_______________ is one in which the characteristics observed are ordered from largest frequency to smallest.

A

Pareto distribution

153
Q

__________________ is a graphical description of a Pareto distribution

A

Pareto diagram

154
Q

Describe the problem in operational terms

A

Define

155
Q

Drill down to a specific problem statement

A

Project scoping

156
Q

A simple project definition, the project objective, the project team and sponsor, the customers and CTQs on which the project focuses, existing measures and performance benchmarks, expected benefits and financial
justification, a project timeline, and the resources needed.

A

Project charter

157
Q

Focus on understanding process performance and collecting the data necessary for analysis.

A

Measure

158
Q

clarify performance measures

A

Operational definitions

159
Q

special types of data collection forms in which the results may be interpreted on the form directly without additional processing.

A

Check Sheets

160
Q

Analyzing a problem starts with a fundamental understanding of the process

A

Analyze

161
Q

highlights value-added versus non-value-added activities, and include times that activities take.

A

Value stream map

162
Q

(T or F) Value stream maps are an important tool in lean thinking

A

True

163
Q

Why Defects, Errors, or Excessive Variation Occur

A
  • A lack of knowledge about how a process works, which is particularly critical if different people perform the process. Such lack of knowledge results in inconsistency and increased variation in outputs.
  • A lack of knowledge about how a process should work, including understanding customer expectations and the goal of the process
  • A lack of control of materials and equipment used in a process
  • Inadvertent errors in performing work
  • Waste and complexity, which manifest themselves in many ways, such as unnecessary steps in a process and excess inventories
  • Hasty design and production of parts and assemblies; poor design specifications; inadequate testing of incoming materials and prototypes
  • Failure to understand the capability of a process to meet specifications
  • Lack of training
  • Poor instrument calibration and testing
  • Inadequate environmental characteristics such as light, temperature, and noise
164
Q

“that condition (or interrelated set of conditions) having allowed or caused a defect to occur, which once corrected properly, permanently prevents recurrence of the defect in the same, or subsequent, product or service generated by the process.”

A

Root cause

165
Q

______________ is an approach using statistical, quantitative, or qualitative tools to identify and understand the root cause.

A

Root cause analysis

166
Q

forces one to redefine a problem statement as a chain of causes and effects to identify the source of the symptoms by asking why, ideally five times.

A

“5 Why” technique

167
Q

_____________ is a simple graphical method for presenting a chain of causes and effects and for sorting out causes and organizing relationships between variables.

A

Cause-and-effect diagram

168
Q

the graphical component of regression
analysis.

A

Scatter diagram

169
Q

Generate ideas for removing or resolving the problem and improve the performance measures and CTQs.

A

Improve

170
Q

a group problem-solving procedure for generating a large number of ideas through combination and enhancement of existing ideas.

A

Brainstorming

171
Q

Scoring models to assess possible solutions against important criteria such as cost, time, quality improvement potential, resources required, effects on supervisors and workers, and barriers to implementation such as resistance to change or organizational culture.

A

Evaluation and selection

172
Q

Maintain the improvements, which includes putting tools in place to ensure that the key variables remain within the maximum acceptable ranges under the modified process.

A

Control

173
Q

____________ refers to approaches that originated at the Ford Motor Company in the early 1900s, but which were refined and modernized by the Toyota Motor Corporation later in the century.

A

Lean production

174
Q

_______________ focus on the elimination of waste in all forms, including defects requiring rework, unnecessary processing steps, unnecessary movement of materials or people, waiting time, excess inventory, and overproduction.

A

Lean approaches

175
Q

The 5S’s

A

seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain)

176
Q

Tools of Lean Production

A
  • The 5S’s.
  • Visual controls.
  • Efficient layout and standardized work.
  • Pull production.
  • Single minute exchange of dies (SMED).
  • Total productive maintenance.
  • Source inspection.
  • Continuous improvement.
177
Q

…an integrated improvement approach to improve goods and services and operations efficiency by reducing defects variation, and waste.

A

Lean Six Sigma

178
Q

(T or F) Lean production addresses visible problems in processes, for example, inventory, material flow, and safety.

A

True

179
Q

(T or F) Six Sigma is more concerned with less visible problems, for example, variation in performance.

A

True

180
Q

Lean Six Sigma Metrics in Services

A
  • Accuracy
  • Cycle time
  • Cost
  • Customer satisfaction
181
Q

Public Law 100-107, signed on August 20, 1987

A

Malcolm Baldrige National Quality Improvement Act

182
Q

Malcolm Baldrige National Quality Improvement Act (read)

A

o Help to stimulate American companies to improve quality and productivity for the pride of recognition while obtaining a competitive edge through increased profits
o Recognize achievements of those companies that improve the quality of their goods and services and providing an example to others
o Establish guidelines and criteria that can be used by business, industrial, governmental, and other enterprises in evaluating their own quality improvement efforts
o Provide guidance for other American enterprises that wish to learn how to manage for high quality by making available detailed information on how winning enterprises were able to change their cultures and achieve eminence

183
Q

Award Recipients of Malcolm Baldrige National Quality Improvement Act

A

Manufacturing
Small Business
Service
Education
Health Care
Nonprofit

184
Q
  • Criteria for Performance Excellence
  • Core Values and Concepts, and
  • Scoring guidelines for assessment
A

Baldrige Excellence Framework

185
Q
  • Purpose: help an organization answer three questions:
    o Is your organization doing as well as it could?
    o How do you know?
    o What and how should your organization improve or change?
A

Baldrige Excellence Framework

186
Q

Criteria for Performance Excellence (7 categories)

A
  1. Leadership
  2. Strategy
  3. Customers
  4. Measurement, Analysis, and Knowledge Management 5. Workforce
  5. Operations
  6. Results
187
Q

Core Values and Concepts

A
  • Systems Perspective
  • Visionary Leadership
  • Customer-Driven Excellence
  • Valuing People
  • Organizational Learning and Agility
  • Focus on Success
  • Managing for Innovation
  • Management by Fact
  • Societal Responsibility
  • Ethics and Transparency
  • Delivering Value and Results
188
Q

primarily a manufacturing model with “little q” emphasis (year)

A

1988

189
Q

revised to capture a more comprehensive business model; focus on overall performance more than just quality (year)

A

1995

190
Q

focus on organizational sustainability (year)

A

2005

191
Q

concepts of workforce and customer engagement have been integrated within the criteria, supply chain management has become more prominent, change management has been emphasized, and the roles of social media and big data have been introduced.

A

Recent changes

192
Q

Examiners evaluate the applicant’s response to each examination item, listing major “__________” and “________________” relative to the criteria, and score each item.

A

strengths; opportunities for improvement

193
Q

Evaluation dimensions of Baldrige Award Process

A

o Approach
o Deployment
o Learning
o Integration

194
Q

Baldrige Award Process

A
  • 50-page application reviewed independently by approximately seven examiners (leading professionals in business, education, health care, and nonprofits)
  • Examiners evaluate the applicant’s response to each examination item, listing major “strengths” and “opportunities for improvement” relative to the criteria, and score each item.
  • Consensus process to smooth out variations in individual scores and
    comments
  • A national Panel of Judges then selects the applicants that they believe have the potential to be a recipient for site visits.
  • Examiner team visits the company for up to a week to verify information contained in the written application and resolve issues that are unclear.
  • The judges use the site visit reports to recommend award recipients.
  • All information is kept strictly confidential, and examiners and judges
    are bound by conflict of interest rules and a code of conduct.
  • All applicants receive a detailed feedback report.
195
Q

Characteristics of Role-Model Organizations

A
  • Achievement in Results
  • Entrepreneurism and Innovation
  • Agility
  • Governance and Leadership Metrics * Work Systems and Work Processes
196
Q

The ______________ form a model for business excellence in any organization—manufacturing, service, health care, education, or not-for-profit; large or small; public or private.

A

Baldrige Award Criteria

197
Q

(T or F) Many organizations use the Baldrige Criteria for self-assessment or internal recognition programs, even if they do not intend to apply for the award.

A

True

198
Q

In ______, the Baldrige Performance Excellence Program announced the Baldrige Collaborative Assessment pilot project, which allows organizations to partner with examiner teams and collaboratively develop recommendations for performance improvement without requiring a written application or extensive preparation.

A

2012

199
Q

Impacts of Baldrige

A
  • 2011 research study concluded that benefits to costs were 820 to 1 * Changed the way many organizations around the world now
    manage their operations
  • Improved results for all stakeholders
  • Spawned a network of local, state, and national award programs around the world
200
Q

Baldrige Criteria “Added Values”

A
  • Accountability Tool
  • Sustainability Tool
  • Improvement Tool
  • Alignment Tool
  • Recruitment Tool
  • Reward and Recognition Tool
  • Language Tool
201
Q

(T or F) Research suggests that the Baldrige award is better suited with some national cultures than with others.

A

True

202
Q

Surprisingly, Baldrige is a better fit to the national culture of _____ than it is to the United States.

A

Japan

203
Q

The ___________ was initially influenced heavily by Japanese quality management practices, and that changes to the criteria over the years are focused on changing U.S. management culture, not reflecting its current practice.

A

Baldrige framework

204
Q

These results validate Deming’s observation related to the _______________, that best practices cannot be copied blindly, but must be understood and adapted intelligently.

A

Theory of Knowledge

205
Q

Baldrige, ISO, and Six Sigma (read)

A
  • Each of these frameworks is process-focused, data-based, and management-led.
  • Each offers a different emphasis in helping organizations improve performance and
    increase customer satisfaction.
  • Many organizations have successfully blended ISO 9000, Six Sigma, and/or Baldrige in their practices.
206
Q

o ________ focuses on performance excellence for the entire organization in an overall management framework, identifying and tracking important organizational results
o ________ focuses on product and service conformity for guaranteeing equity in the marketplace and concentrates on fixing quality system problems and product and service nonconformities
o ________ focuses on measuring product quality and driving process improvement and cost savings throughout the organization.

A

Baldrige; ISO; Six Sigma

207
Q

The _________________ is the highest level of national recognition for exemplary organizational performance. It is equivalent to the very prestigious Baldrige Performance Excellence Program in the U.S. and other National Quality Awards nationwide.

A

Philippine Quality Award

208
Q

Strategy development requires a mission and vision. Commitment to aims and purposes by senior leaders is specifically addressed in the Leadership category and in enhancing customer satisfaction and relationships.

A

Statement of Purpose

209
Q

Communication of values, expectations, customer focus, and learning is a key area of the Senior Leadership item.

A

Learn the New Philosophy

210
Q

The Operations Focus category addresses the development of appropriate measurement plans. The criteria seek evidence of how a company aims to minimize the costs associated with inspection.

A

Understand Inspection

211
Q

This is implicitly addressed throughout the Operations Focus category and in the criteria’s emphasis on overall performance and linkages among processes and results.

A

End Price Tag Decisions

212
Q

Continuous improvement through organizational and personal learning and innovation are core values of the criteria. Approaches to evaluation and improvement of key organizational processes are an important part of the Baldrige scoring guidelines.

A

Improve Constantly

213
Q

Item 5.2, Workforce Engagement, recognizes the importance of workforce and leader development in meeting performance objectives.

A

Institute Training

214
Q

Category 1 is devoted exclusively to leadership, and it is recognized as the principal driver of the management system in the Baldrige framework.

A

Teach and Institute Leadership

215
Q

The Workforce Focus, Customer Focus, and Strategic Planning categories focus on work design, empowerment, and implementation issues that support this point.

A

Drive Out Fear and Innovate

216
Q

The criteria have a significant focus on teamwork and collaboration between the organization and its customers, workforce, suppliers, and other collaborators.

A

Optimize the Efforts of Teams and Staff

217
Q

The criteria seek evidence on how an organization’s performance management system supports high performance work. Clearly, such a system transcends exhortations and motivational approaches.

A

Eliminate Exhortations

218
Q

Two of the important Core Values are management by fact and focus on results and creating value, which support this point.

A

Eliminate Quotas and MBO; Institute Improvement; and Understand Processes

219
Q

The Leadership and Workforce Focus categories support this goal.

A

Remove Barriers

220
Q

This is addressed directly in the Workforce Engagement item.

A

Encourage Education

221
Q

This is the role of leadership, and is clearly addressed in the Leadership category.

A

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Total Quality Management (4 decks)

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